Managers Lead By Example Quotes

Self-leaders are still true leaders even if they have no known followers. True leaders inspire by the influence of their characters and general self-made brands. Leadership is defined by the virtues of one's behaviour.

Contrary to popular opinion, leadership is not a reserved position for a particular group of people who were elected or appointed, ordained or enthroned. Leadership is self-made, self-retained, self-inculcated and then exposed through a faithful, sincere and examplary life.

Self-leaders do not look for followers because they are busily pursuing their influencial dreams that followers will trace and ask for. Followers look for influence and that can be obtained from self-leaders.

A young child is a leader to an elderly person once his purpose has a faithful, sincere and trustworthy influence on people. Leadership is not restricted to position and age; it is self-made and influencial. Everyone has this self-leadership quality.

You can be in your room and lead people. Just develop your potentials and publicize them and you will see people looking for your product. That is influence; self-made leaders do not look for followers. Followers look for them.

The concept of leadership is abused by people who think a person becomes a leader when he grows grey hair, put into a position and expected to function. Everyone has a leadership potential carried within in a specific area of his or purpose. Leadership is universal and built on trust.

A “self-leader” is the positively influence you have on yourself and on others without any influence with your titles and positions. You must be able to lead yourself before you can lead others.

If you want to see philosophy in action, pay a visit to a robo-rat laboratory. A robo-rat is a run-ofthe-mill rat with a twist: scientists have implanted electrodes into the sensory and reward areas in the rat’s brain. This enables the scientists to manoeuvre the rat by remote control. After short training sessions, researchers have managed not only to make the rats turn left or right, but also to climb ladders, sniff around garbage piles, and do things that rats normally dislike, such as jumping from great heights. Armies and corporations show keen interest in the robo-rats, hoping they could prove useful in many tasks and situations. For example, robo-rats could help detect survivors trapped under collapsed buildings, locate bombs and booby traps, and map underground tunnels and caves. Animal-welfare activists have voiced concern about the suffering such experiments inflict on the rats. Professor Sanjiv Talwar of the State University of New York, one of the leading robo-rat researchers, has dismissed these concerns, arguing that the rats actually enjoy the experiments. After all, explains Talwar, the rats ‘work for pleasure’ and when the electrodes stimulate the reward centre in their brain, ‘the rat feels Nirvana’. To the best of our understanding, the rat doesn’t feel that somebody else controls her, and she doesn’t feel that she is being coerced to do something against her will. When Professor Talwar presses the remote control, the rat wants to move to the left, which is why she moves to the left. When the professor presses another switch, the rat wants to climb a ladder, which is why she climbs the ladder. After all, the rat’s desires are nothing but a pattern of firing neurons. What does it matter whether the neurons are firing because they are stimulated by other neurons, or because they are stimulated by transplanted electrodes connected to Professor Talwar’s remote control? If you asked the rat about it, she might well have told you, ‘Sure I have free will! Look, I want to turn left – and I turn left. I want to climb a ladder – and I climb a ladder. Doesn’t that prove that I have free will?

Motivation is a fine example of social complexity. It is nonlinear and sometimes unpredictable. It cannot be defined or modeled with a single diagram.

The best leaders are those that lead by example and are both team followers as well as team leaders. We believe that in general, the best ideas and decisions are made from the bottom up, meaning by those on the front lines that are closest to the issues and/or the customers. The role of a manager is to remove obstacles and enable his/her direct reports to succeed. This means the best leaders are servant-leaders. They serve those they lead.

The real power of a leader is in the number of minds he can reach, hearts he can touch, souls he can move, and lives he can change.

Girls’ and women’s thinking is impaired by self-objectification. Sexualized pictures, for example, lead women to spend mental resources managing their body surveillance, shame, and self-esteem.

Our essential difficulty is that we are seeking in a mechanism, which is necessary, qualities it simply does not possess. The market does not lead, balance or encourage democracy. However, properly regulated it is the most effective way to conduct business. It cannot give leadership even on straight economic issues. The world-wide depletion of fish stocks is a recent example. The number of fish caught between 1950 and 1989 multiplied by five. The fishing fleet went from 585,000 boats in 1970 to 1.2 million in 1990 and on to 3.5 million today (1995). No one thought about the long- or even medium-term maintenance of stocks; not the fishermen, not the boat builders, not the fish wholesalers who found new uses for their product, including fertilizer and chicken feed; not the financiers. It wasn't their job. Their job was to worry about their own interests. (IV - From Managers and Speculators to Growth)

Power is a very dangerous aphrodisiac to the ego; many people are deeply attracted to power. Even in our ordinary everyday world, issues of power arise. If you lead a company or you’re a manager, you’re exercising power over people’s lives; they have to fit in with the structure and power dynamics that were put in place by the people above them. Power at any level, whether its an intrinsic power or a relative power due to your position in the world, can really bring to light and activate desire, because power begets the desire for more power. In every esoteric spiritual tradition there are grave warnings about indulging in these kinds of powers and seeking out the psychic abilities that may come with awakening. The usual counsel is neither to push away or deny these powers, nor to grasp or desire or indulge in them. In Jesus’ case, what we get through the story is a vital reflection of what it means to use power wisely. Jesus is a man of great authority, great inner power, and great charisma, and people are deeply attracted to him, whether for healing or spiritual transformation or simply to be in his presence. In example after example, he wields this power with wisdom and love. Throughout the Gospels we see how Jesus utilizes power, when he utilizes it and when he pulls back and leaves things as they are. He’s a master of the wise use of power.

Similarly, if you’re looking to make a thoughtful investment in a well-managed fund, you might start by asking, “How can I invest blindly in a lousy fund that’s a disaster waiting to happen?” That question would lead you to list all of the pitfalls that investors routinely overlook—for example, outrageous fees, dangerous exposure to the most popular and priciest sectors of the market, and a recent streak of head-spinning returns that will almost surely prove unsustainable

As an example, the Visionary function’s five roles might be as follows (these are the most common): • New ideas/R&D • Creative problem solving • Major external relationships • Culture • Selling big deals The Integrator function’s five roles might be as follows (these are the most common): • Leading, Managing, and holding people Accountable (LMA) • Executing the business plan/P&L results • Integrating the other major functions • Resolving cross-functional issues • Communication across the organization

From a strictly theoretical standpoint, other forces pushing toward greater equality might exist. One might, for example, assume that production technologies tend over time to require greater skills on the part of workers, so that labor’s share of income will rise as capital’s share falls: one might call this the “rising human capital hypothesis.” In other words, the progress of technological rationality is supposed to lead automatically to the triumph of human capital over financial capital and real estate, capable managers over fat cat stockholders, and skill over nepotism.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

It was only when professionals believed that reports on errors and near misses would be treated as learning opportunities rather than a pretext to blame that this crucial information started to flow. Managers were initially worried that reducing the penalties for error would lead to an increase in the number of errors. In fact, the opposite happened. Insurance claims fell by a dramatic 74 percent. Similar results have been found elsewhere. Claims and lawsuits made against the University of Michigan Health System, for example, dropped from 262 in August 2001 to 83 following the introduction of an open disclosure policy in 2007. The number of lawsuits against the University of Illinois Medical Center fell by half in two years after creating a system of open reporting.

The problem of distributing bathroom tissue to workers presents inherent challenges for any office management system due to the inherent unpredictability of usage—not every facility usage transaction necessitates the use of bathroom tissue, and when it is used, the amount needed (number of squares) may vary quite widely from person to person and, for a given person, from one transaction to the next. This does not even take into account the occasional use of bathroom tissue for unpredictable/creative purposes such as applying/removing cosmetics, beveragespill management, etc. For this reason, rather than trying to package bathroom tissue in small one-transaction packets (as is done with premoistened towelettes, for example), which can be wasteful in some cases and limiting in other cases, it has been traditional to package this product in bulk distribution units whose size exceeds the maximum amount of squares that an individual could conceivably use in a single transaction (barring force majeure). This reduces to a minimum the number of transactions in which the distribution unit is depleted (the roll runs out) during the transaction, a situation that can lead to emotional stress for the affected employee. However, it does present the manager with some challenges in that the distribution unit is rather bulky and must be repeatedly used by a number of different individuals if it is not to be wasted.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

It should be clear by now that whatever Americans say about diversity, it is not a strength. If it were a strength, Americans would practice it spontaneously. It would not require “diversity management” or anti-discrimination laws. Nor would it require constant reminders of how wonderful it is. It takes no exhortations for us to appreciate things that are truly desirable: indoor plumbing, vacations, modern medicine, friendship, or cheaper gasoline. [W]hen they are free to do so, most people avoid diversity. The scientific evidence suggests why: Human beings appear to have deeply-rooted tribal instincts. They seem to prefer to live in homogeneous communities rather than endure the tension and conflict that arise from differences. If the goal of building a diverse society conflicts with some aspect of our nature, it will be very difficult to achieve. As Horace wrote in the Epistles, “Though you drive Nature out with a pitchfork, she will ever find her way back.” Some intellectuals and bohemians profess to enjoy diversity, but they appear to be a minority. Why do we insist that diversity is a strength when it is not? In the 1950s and 1960s, when segregation was being dismantled, many people believed full integration would be achieved within a generation. At that time, there were few Hispanics or Asians but with a population of blacks and whites, the United States could be described as “diverse.” It seemed vastly more forward-looking to think of this as an advantage to be cultivated rather than a weakness to be endured. Our country also seemed to be embarking on a morally superior course. Human history is the history of warfare—between nations, tribes, and religions —and many Americans believed that reconciliation between blacks and whites would lead to a new era of inclusiveness for all peoples of the world. After the immigration reforms of 1965 opened the United States to large numbers of non- Europeans, our country became more diverse than anyone in the 1950s would have imagined. Diversity often led to conflict, but it would have been a repudiation of the civil rights movement to conclude that diversity was a weakness. Americans are proud of their country and do not like to think it may have made a serious mistake. As examples of ethnic and racial tension continued to accumulate, and as the civil rights vision of effortless integration faded, there were strong ideological and even patriotic reasons to downplay or deny what was happening, or at least to hope that exhortations to “celebrate diversity” would turn what was proving to be a problem into an advantage. To criticize diversity raises the intolerable possibility that the United States has been acting on mistaken assumptions for half a century. To talk glowingly about diversity therefore became a form of cheerleading for America. It even became common to say that diversity was our greatest strength—something that would have astonished any American from the colonial era through the 1950s. There is so much emotional capital invested in the civil-rights-era goals of racial equality and harmony that virtually any critique of its assumptions is intolerable. To point out the obvious— that diversity brings conflict—is to question sacred assumptions about the ultimate insignificance of race. Nations are at their most sensitive and irrational where they are weakest. It is precisely because it is so easy to point out the weaknesses of diversity that any attempt to do so must be countered, not by specifying diversity’s strengths—which no one can do—but with accusations of racism.

How do you decide what video game to choose in the vast ocean of online gaming nonsense? There are 100s if not thousands of options permeating the internet. They range from honestly free, pay to win, and all the way up to an actual subscription based model. One of the first decisions you need to make is quite simply, what kind of game do I enjoy? Are you more of a first person shooter type person? If so you will most likely want to ignore role playing games or real time strategies. conversely if you are more of a role playing or real time strategy fan perhaps first person shooters are not for you. Once you have the type of game you are looking for nailed down games the next step: do you want to pay money? This is a big one and a tricky one. So many games out there present themselves as 'free'. I assure you, they are most certainly not free. Think a simple little game like Candy Crush is free? Next time you are in the Google Play or iTunes store Improve WoW PvP check on top grossing apps. You will very quickly change your mind on that. On a more relevant note some games are both free and pay, but maintain a respectful balance. By this I mean you do not HAVE to fork out hard earned cash in order to compete. League of Legends is an amazing example of this. A player cannot obtain any upgrade which will make their character better through monetary expenditures. What you can do; however, is purchase cosmetic items or other no stat gain frill. On the other end of the spectrum you have a game such as the behemoth World of Warcraft. World of Warcraft has managed to maintain a subscription based model for 10 years now. Multiple 'WoW Killers' have risen up since the inception of World of Warcraft using the subscription base as well. Damn near every one of them is now free to play. Rift and Star Wars are the two that really stick out. Leading up to their release forums Wow XP Off PvP Stream across the internet proclaimed them the almighty killer of World of Warcraft. Instead Warcraft kept on trucking and both of those games changed style to f2p not long after their release. These are just a few different games and styles of games for you to choose from. Remember, you get what you pay for in almost every case. (LoL being the exception that proves the rule)

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

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Here are the six steps Bazerman and Moore argue you should take, either implicitly or explicitly, when applying a rational decision-making process. “Define the problem. Managers often act without a thorough understanding of the problem to be solved, leading them to solve the wrong problem. Accurate judgment is required to identify and define the problem. Managers often err by (a) defining the problem in terms of a proposed solution, (b) missing a bigger problem, or (c) diagnosing the problem in terms of its symptoms. Your goal should be to solve the problem, not just eliminate its temporary symptoms.” “Identify the criteria. Most decisions require you to accomplish more than one objective. When buying a car, you may want to maximize fuel economy, minimize cost, maximize comfort, and so on. The rational decision maker will identify all relevant criteria in the decision-making process.” “Weight the criteria. Different criteria will vary in importance to a decision maker. Rational decision makers will know the relative value they place on each of the criteria identified (for example, the relative importance of fuel economy versus cost versus comfort). The value may be specified in dollars, points, or whatever scoring system makes sense.” “Generate alternatives. The fourth step in the decision-making process requires identification of possible courses of action. Decision makers often spend an inappropriate amount of search time seeking alternatives, thus creating a barrier to effective decision making. An optimal search continues only until the cost of the search outweighs the value of added information.” “Rate each alternative on each criterion. How well will each of the alternative solutions achieve each of the defined criteria? This is often the most difficult stage of the decision-making process, as it typically requires us to forecast future events. The rational decision maker carefully assesses the potential consequences on each of the identified criteria of selecting each of the alternative solutions.” “Compute the optimal decision. Ideally, after all of the first five steps have been completed, the process of computing the optimal decision consists of (a) multiplying the ratings in step 5 by the weight of each criterion, (b) adding up the weighted ratings across all of the criteria for each alternative, and (c) choosing the solution with the highest sum of weighted ratings.

Action Steps 1. Audit your current skill set. You have more areas of competence than you think. Throughout your life, you have amassed knowledge and specialized skills in a wide range of disciplines. That knowledge and those skills can prove useful to you in future endeavors. For example, I have a degree in Finance and Investments. Upon graduating from college, I accepted an accounting position with one of the top automakers. I then became a stockbroker. Then, I moved into a career in IT. For the past 20 years, I’ve been a writer in numerous capacities. Along the way, I learned about server management, Wordpress development and search engine optimization. All of these ventures imbued me with skills I use every day - in my business and personal life. Your experience has likewise instilled within you a raft of specialized skills. Many of them will help you to tackle unfamiliar tasks and projects, even if they seem unrelated to your current and previous jobs. 2. Focus on your desired outcomes rather than the things that might go wrong along the way. One of our survival instincts is to plan for things that might go wrong. In some circumstances, that’s a valuable quality that protects us from harm. It prevents us from strolling down dark alleys in unpopulated locales. It discourages us from petting strange dogs. In other circumstances, however, it can hold us back. The instinct prevents us from pursuing opportunities that can lead to improved aptitude as well as personal and professional growth. By focusing on your desire outcomes, you’ll find it easier to ignore your inborn fear of the unknown. You’ll be able to dismiss the voice in your head constantly whispering “What if XYZ happens?” 3. Look for opportunities to learn new skills. The self-confidence you’ll gain will make you less fearful of tackling unfamiliar tasks. Achieving a high level of competency in any discipline requires repeated exposure and application. There’s no other way to attain proficiency. The problem is a lack of courage. It’s normal to feel hesitant, or even intimidated, when we’re given a new responsibility.

They apply this to all forms of energy—mental, emotional, spiritual, and physical—and offer up some very practical routines you can immediately install into your working life. For example, they tell us that since the human body is designed to work most effectively in ninety-minute increments, you should discipline yourself to get up after an hour and a half’s work and walk around, breathe deeply, take a break. No matter how engaged you are in finishing a project or writing an e-mail, when the ninety-minute bell sounds, stop your work, walk around, breathe deeply, take a break. I’ve found this to be extremely valuable advice. In fact, I am trying to discipline myself to write this book as a series of sprints. I don’t know if it will make the book any better, but it sure seems to leave me with more energy at the end of the day.

As long as Toyota is continually identifying “anomalies” in the manufacturing process, every single defect is seen as an opportunity to make the process better. There are, in effect, a set of rules that ensure that this happens. For example, an employee must never add value to a part until it is ready to be used in the next step of adding value. It must be done in the same way, every time. That way managers know, definitely, that the value-adding step worked with the next step in the process. That creates an environment of repeated scientific experimentation. Each time it’s done the same way constitutes a test of whether doing it that way, to those specifications, will result in perfection every time. For Toyota, the theory was embodied in the set of processes they developed to lead to defect-free manufacturing. Each activity can be seen as an individual if-then statement: “If we do this, then that will be the result.” Through this theory of manufacturing, the quality movement was born. As a consequence, the Americans took what they’d learned from their Japanese competitors to heart and the US automobile industry today churns out very reliable cars. Innovation, in a very real sense, exists in a “pre–quality revolution” state. 1 Managers accept flaws, missteps, and failure as an inevitable part of the process of innovation. They have become so accustomed to putting Band-Aids on their uneven innovation success that too often they give no real thought to what’s causing it in the first place.

All this information and more would be assembled into a hiring packet of fifty pages or more per candidate and reviewed by a hiring committee. There were many hiring committees, and each would be composed of people who were familiar with the job being filled but didn’t have a direct stake in it. For example, a hiring committee for online sales roles would be made up of salespeople, but would not include the hiring manager or anyone who would directly work with the candidate. This was to ensure objectivity.

Sharon did have house guests to keep her company, though. Abigail Folger, the heiress to the Folger Coffee Company and her boyfriend, Wojciech Frykowski, were also living at Cielo Drive. On the evening of August 8, 1969, Sharon made phone calls to her sister and her friend to cancel plans she had made, saying that she was tired and would spend the night in with another friend, Jay Sebring. The foursome, Sharon, Jay, Abigail, and Wojciech, ate at a local Mexican restaurant before returning to Sharon’s home at Cielo Drive. At 11.30 pm, Manson took his follower and right-hand man Tex Watson to one side and explained to him what he had to do. For the good of the family, Manson said, Tex had to lead the others to Cielo Drive to “totally destroy everyone in that house” and steal whatever they could. It’s unclear whether Manson even knew who was now living in that particular house, but he must have known they were rich and that they would serve as an example to the rest of the world that no one was safe. Manson rounded up Susan Atkins, Patricia Krenwinkel, and new follower Linda Kasabian. Dressed in black, the girls grabbed their knives and jumped into the car with Tex. Manson rested at Spahn Ranch, waiting for news from 10050 Cielo Drive. When the group arrived at the house, Tex climbed a telephone pole and snipped the wire. It was only now that the group had arrived that Tex told the girls exactly what they were there to do. If the girls were shocked, they didn’t show it, and they dutifully followed Tex’s lead in what came next. Steve Parent, an 18-year-old friend of the caretaker at Cielo Drive, was the first to be murdered. Parent was leaving the property in his car, having just visited his friend, when Tex shot him four times. Tex then entered the house through an open window and told the girls to follow him inside. New follower Kasabian was terrified and unable to help, so Tex told her to go back to the car and keep watch. In the sitting room of the house, Tex woke Wojciech who had fallen asleep on the couch, and Susan ventured upstairs where she found Abigail reading in bed. Abigail saw Susan but wasn’t alarmed at first. It wasn’t unusual for strangers to be in the house. But when Susan brandished a large knife and told Abigail, Sharon, and Jay to go with her downstairs, the group were terrified. Tex tied a rope around Wojciech’s throat, threw it over a beam in the house, and tied it around Sharon’s throat. Tex demanded money and grew furious when no one produced any, then he shot Jay in the stomach. As Sharon and Abigail screamed in terror, Tex stabbed Jay, over and over again. Realizing that no one was going to escape alive if he didn’t do something, Wojciech tried to break free, causing Susan to attack him with a knife. Wojciech was able to overpower Susan, so Tex shot him twice then battered him with the handle of his gun. Incredibly, Wojciech still managed to escape the house, but Tex caught up with him on the lawn and ended his life with a knife. Abigail also broke free of Patricia, but she caught her and stabbed her repeatedly. Tex finally ended Abigail’s life with his knife. Sharon was the only person still alive in the house; she pleaded for her life and the life of her unborn child. As Sharon begged, Susan Atkin’s began stabbing her, being sure to stab her directly through her pregnant stomach. Later, Susan said she “got sick of listening to her so I stabbed her and then I just stabbed her and she fell and I stabbed her again, just kept stabbing and stabbing.” The group almost left without writing the bloody graffiti Manson had explicitly told them to leave behind. Susan went back into the house and used a towel to write “PIG” on the front door of 10500 Cielo Drive in the victims’ blood.

A good architect should lead by example, he (or she) should be able to fulfill any of the positions within his team from wiring the network, and configuring the build process to writing the unit tests and running benchmarks. Without a good understanding of the full range of technology an architect is little more than a project manager. It is perfectly acceptable for team members to have more in-depth knowledge in their specific areas but it's difficult to imagine how team members can have confidence in their architect if the architect doesn't understand the technology.

Picture the athlete at the starting line of a race—adrenaline pumping, energy flowing, muscles tightening, skin aglow with anticipatory perspiration, heart beating faster and faster, the mind focused on only one thing: the starter’s gun and the race. Now, picture the person about to enter a social gathering. He or she approaches the door, behind which a number of people are talking, laughing, having fun—adrenaline pumping, energy flowing, pulse beginning to quicken, the mind focused on anticipation: “What will happen when I enter the room?” “Will I see anyone I know?” “What will they think of me?” What do these situations have in common? The answer is anxiety. For the athlete, anxiety is channeled into energy that just may win the race. By allowing the anxiety to play a role in gearing him or her up for the race, the athlete is making good use of the natural fight-or-flight response. For the partygoer, it is not so clear. If that person is willing to let being “keyed up” or “excited” be a positive kind of energy flow, then any initial nervousness or uncertainty will remain manageable and nonthreatening. But if the physical sensations of anxiety become distracting and the thoughts obsessive, the party guest is in for a difficult time. Similarly, a person who prepares for an important meeting may feel a kind of nervous energy in gearing up for negotiations. But if that same person, although well prepared, allows interactive inhibition to keep him from suggesting a solution, questioning a point, or voicing an opinion, he will feel a real letdown. When holding back becomes a habit, the pervasive feeling of “Oh no, I did it again” may lead to a lack of enthusiasm that interferes with productivity and job satisfaction. The truth is, we all want to be heard without—if we can reasonably avoid it—being rejected or embarrassed. How to resolve this dilemma? First, by understanding anxiety in its simplest terms. The more you understand about anxiety, the more you will be able to control it. Remember, social anxiety is not some abstract phenomenon or indelible personality trait. It is an explainable dynamic that you can choose to control. Let’s look more closely at the athlete. For that person, in that situation, anxiety is normal and appropriate. In fact, it is crucial to effective performance. Without it, the physiological workings of the body would fall short of what is required. In the second example, anxiety is also appropriate. But it can become negative if the person begins to worry about what is going on inside the room: “What are they laughing about?” “Will anyone talk to me?” “Am I dressed right?” “Will I seem nervous?” At that point it’s the degree of incapacity—the extent to which the anxious feelings and thoughts prevent interacting—that becomes the most important issue. (In the workplace, these thoughts may run to “Have I done enough research?” “What if I can’t answer my boss’s questions?” “Can they tell I’m anxious?”)

The cause of their behaviors is low self-worth, which leads them to have poor shame tolerance. They learned in childhood to manage feelings of inadequacy by adopting unhealthy coping mechanisms to forestall or avoid shaming experiences. Poor shame tolerance causes behaviors associated with the just-mentioned DSM disorders, including vindictive anger, lack of insight and accountability, dishonesty, impulsivity, entitlement, paranoia, lack of remorse and empathy, self-importance, and attention-seeking. Trump is an extreme example, but “subclinical” versions of this behavior exist in millions of people, including domestic abusers.

Orders come from customers, not from leaders.

38. No One Cares How Much You Know Until They Know How Much You Care My SAS patrol sergeant Chris Carter was the living embodiment of this advice, and if you are ever in a position of leading a team or managing people, following his selfless example will help you become a better leader and enable your team to achieve more. Can you imagine how I felt after Chris had let me drink his last drops of water? Gratitude doesn’t come close. One of the regiment’s toughest, most hardened of soldiers was showing that he was looking out for me way beyond the call of duty. And once I had been shown how much he cared, I knew that, in return, I would never let him, or the regiment, down. That simple act of kindness, of caring, is always at the heart of great brotherhoods. Call it what you will: camaraderie, shared purpose. The end product was that here was a man I would work my guts out for. And that made us all stronger. Ditto, on a mountain: the most important bit of kit or resource on any expedition is always the human asset. When valued and empowered, humans have proved they can truly overcome the impossible and scale the unconquerable. But first we have to be valued and empowered. The real value of a team is never in the flash hi-tech equipment or branded sponsors. It’s the people and the relationships between them. As a leader, in whatever field, it is one thing for your team to see how much you know, but that knowledge isn’t what will make your team great. What makes the critical difference is how you use that knowledge. Do you use it to empower and support those around you? Do you value others above yourself? Is your ego small enough, and your backbone strong enough, to raise others up high on your shoulders? If you let people know, through your words and actions, that they really matter, that their work matters, that their wellbeing matters to you, then they will go to the ends of the Earth for you. Why? Because they know they can trust you to use all your knowledge, skills and power to support and encourage them. You see, no one cares how much you know until they know how much you care.

Now consider this. A small number of invertebrate species, a mere 2 percent of all species of insects, is capable of social behaviors that do rival in complexity many human social achievements. Ants, bees, wasps, and termites are the prominent examples.10 Their genetically set and inflexible routines enable the survival of the group. They divide labor intelligently within the group to deal with the problems of finding energy sources, transform them into products useful for their lives, and manage the flow of those products. They do so to the point of changing the number of workers assigned to specific jobs depending on the energy sources available. They act in a seemingly altruistic manner whenever sacrifice is needed. In their colonies, they build nests that constitute remarkable urban architectural projects and provide efficient shelter, traffic patterns, and even systems of ventilation and waste removal, not to mention a security guard for the queen. One almost expects them to have harnessed fire and invented the wheel. Their zeal and discipline put to shame, any day, the governments of our leading democracies. These creatures acquired their complex social behaviors from their biology, not from Montessori schools or Ivy League colleges. But in spite of having come by these astounding abilities as early as 100 million years ago, ants and bees, individually or as colonies, do not grieve for the loss of their mates when they disappear and do not ask themselves about their place in the universe. They do not inquire about their origin, let alone their destiny. Their seemingly responsible, socially successful behavior is not guided by a sense of responsibility, to themselves or to others, or by a corpus of philosophical reflections on the condition of being an insect. It is guided by the gravitational pull of their life regulation needs as it acts on their nervous systems and produces certain repertoires of behavior selected over numerous evolving generations, under the control of their fine-tuned genomes. Members of a colony do not think as much as they act, by which I mean that upon registering a particular need—theirs, or the group’s, or the queen’s—they do not ponder alternatives for how to fulfill such a need in any way comparable to ours. They simply fulfill it. Their repertoire of actions is limited, and in many instances it is confined to one option. The general schema of their elaborate sociality does resemble that of human cultures, but it is a fixed schema. E. O. Wilson

In a simple world, blame, as a management technique, made sense. When you are on a one-dimensional production line, for example, mistakes are obvious, transparent, and are often caused by a lack of focus. Management can reduce them by increasing the penalties for noncompliance. They can also send a motivational message by getting heavy once in a while. People rarely lose concentration when their jobs are on the line. But in a complex world this analysis flips on its head. In the worlds of business, politics, aviation, and health care, people often make mistakes for subtle, situational reasons. The problem is often not a lack of focus, it is a consequence of complexity. Increasing punishment, in this context, doesn’t reduce mistakes, it reduces openness. It drives the mistakes underground. The more unfair the culture, the greater the punishment for honest mistakes and the faster the rush to judgment, the deeper this information is buried. This means that lessons are not learned, so the same mistakes are made again and again, leading to more punitive punishment, and even deeper concealment and back-covering.

Are Class Captains and School Prefects managers or leaders? Schools miss it when they assign a student to discipline other students. Class captains and school prefects are leaders not managers. A Leader is on A MISSION not on A DUTY. And being a leader goes beyond expecting compliance from others, which is what managers do. If your school assigns prefect to enforce compliance in any way you are doing it all wrong. For one, seeking compliance from anyone is complicated and it comes with a position that "demands" respect and thus you are putting such children at a risk of being hated by their peers. Prefect should be examples not authority figures, plus they should be trained to act like leaders should, if you also don't train them, you are doing it too wrong. Here are some of those "things" you should train your prefect: 1. Active listening 2. How to help their peers and other students find meaning in learning 3. How to make others students wellbeing and safety their priority. 4. How to inspire others and lead by example. Charity begins from school too. Your prefects can learn people skills that can guarantee their future right from your school. Your prefects should be assets to your school because of what they can learn to do now to become better in future not because of what they can do for your school now, which obviously is very little.

Deviating from your written lease or policy indicates inconsistency, which may lead to an accusation of showing partiality, also a form of discrimination. For example, if your lease states that a late fee will be charged for any rent not paid by the 5th, and you enforce the late fee with one tenant (they’re kind of a jerk) and not another (you like them), the tenant charged the late fee may feel they were discriminated against because of another reason. Regardless of your reasoning (one tenant was nice and the other a jerk), that situation could quickly get out of hand. It’s best to simply practice consistency and stick to your written policies.

in 2020, Robert F. Anda, the co–principal investigator of the initial ACE study, came out with an article and a YouTube video stating that ACEs were a relatively crude way of measuring childhood trauma.[6] The scores are remarkably helpful epidemiologically—for people to understand the overall significance of childhood trauma on public health. But Anda underlined that ACEs are not a good measure of an individual’s life span or health outcomes. There is a wide level of variation for each score. For example, a person with an ACE score of 1 who had extremely frequent instances of their trauma might be just as traumatized as someone with a score of 6 who witnessed a broader breadth of events but experienced them on a much rarer basis. As the following chart shows, there is a lot of overlap. Clearly, people with higher scores do face genuinely larger risks. But the scores are not hard-and-fast determinants. ACE scores also don’t account for whether a child had good resources, such as adults who provided them with safe and loving relationships or therapists who taught them to manage their stress better. They don’t account for gender variation, as PTSD manifests differently in men and women. In his article, Anda cautioned that using ACE scores as an individual screening tool has several risks, including that ACEs “may stigmatize or lead to discrimination…generate client anxiety about toxic-stress physiology, or misclassify individual risk.”[7]

Triggers occupy the space between your growth area and somebody else’s—you could work on controlling your reactions, but the other person could also benefit from hearing your feedback. To figure out what your triggers are, ask yourself the following questions: When was the last time someone said something that annoyed me more than it did others around me? Why did I feel so strongly about it? What would my closest friends say my pet peeves are? Who have I met that I’ve immediately been wary of? What made me feel that way? What’s an example of a time when I’ve overreacted and later regretted it? What made me so worked up in that moment? Knowing what lifts you up or brings you down is enormously valuable. Like how athletes have structured diet and exercise regimens to keep them competing in peak condition, the work you do to help yourself operate at your best will lead to many more winning days on the job.

Social Media Advertising - Different Options & Their Benefits How To Use Social Media Paid Ads Ideally? What is the most effective way to make use of social media ads? Choosing which social media platform to advertise on depends on your target audience. You need to understand which platforms are being used, the type of campaigns that can run on each platform, and what investment you’ll be required to make. Pew Research Center’s report helps give us an idea of the most preferred platform for various demographics. For example, if your product caters to the teenage group, consider advertising on Instagram, TikTok, or Snapchat. If you’re catering to a more B2B client, you can consider LinkedIn. Once you understand where your audience spends the most time, you can narrow down the platforms. However, we’d still advise on A/B testing various platforms. You’d be surprised by how many B2B clients you can find on TikTok! What Are The Most Popular Social Media Ads? Here is a brief rundown of the various social media ad options available. 1. Facebook Ads Facebook Ads are the most successful form of social media advertising. Statistics show that Facebook paid ads have an average conversion rate of 9.21%. They’re easy to set up and track, and allow you to measure campaign performance easily, giving insights into how well your ads are performing. They also offer a wide range of targeting options that help you reach people who might be interested in what you’re selling, which is why they’re so effective at generating sales leads. Facebook Ads are also highly targeted. You can target specific demographics or audiences based on gender, age range, location, and other details such as interests and behaviors or job titles. This helps ensure that only people who are interested in what you’re offering, see your ad on Facebook. 2. Twitter Ads Twitter ads are a great way to reach your target audience, especially if your company already has a presence on the platform. They’re easy to set up and manage so you can focus on other aspects of your business. As of 2022, they have an average conversion rate of 0.77%. Twitter ads also offer simple targeting options that let you get more followers, increase engagement with existing customers and gain new followers interested in what you have to offer. There are multiple ad options to choose from for accomplishing various advertising goals, including promoted ads, follower ads, amplify ads, and takeover ads. Promoted and follower ads have a much wider average cost range than their takeover counterparts. 3. LinkedIn Ads LinkedIn is a professional networking site, so it’s not as casual as other social media platforms like Instagram and Facebook. As a result, users are more likely to be interested in what you are promoting on the platform because they’re looking for something related to their professional lives. LinkedIn has an average click-through rate of 0.65%. In addition, the conversion rate for LinkedIn ads is also fairly decent (2.35%). They can have high or low conversion rates depending on factors like interests and demographics. But if your ad is effectively targeted, it will have more chances of enjoying a higher conversion rate. 4. Instagram Ads As a younger demographic, Instagram users make up a great target audience for social media advertising. They are highly engaged in the platform and are more likely to respond to call-to-action than other demographics. 5. YouTube Ads YouTube ads are excellent for marketers with video content to promote their business. Furthermore, the advertising options offered by this platform ensure that you needn't bother with YouTuber fame or even a large number of subscribers on your channel to spread the word on this platform.

While the case for long-term investment has tended to centre around simple mathematical advantages such as reduced (frictional) costs and fewer decisions leading (hopefully) to fewer mistakes, the real advantage to this approach, in our opinion, comes from asking more valuable questions. The short-term investor asks questions in the hope of gleaning clues to near-term outcomes: relating typically to operating margins, earnings per share and revenue trends over the next quarter, for example. Such information is relevant for the briefest period and only has value if it is correct, incremental, and overwhelms other pieces of information. Even when accurate, the value of the information is likely to be modest, say, a few percentage points in performance. In order to build a viable, economically important track record, the short-term investor may need to perform this trick many thousands of times in a career and/ or employ large amounts of financial leverage to exploit marginal opportunities. And let’s face it, the competition for such investment snippets is ferocious. This competition is fed by the investment banks. Wall Street relies heavily on promoting client myopia to earn its crust. Why

And yet, so many managers aren’t aware of it when it’s happening (perhaps because they enjoy being deferred to). It simply doesn’t occur to them that after they get promoted to a leadership position, no one is going to come out and say, “Now that you are a manager, I can no longer be as candid with you.” Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager’s ability to lead.

We can't really manage time itself. Time ticks on no matter what we decide to do with it. We can only manage our decisions.

variable. In social science, this is called a nomothetic mode of explanation—the isolation of the most important factors. This approach is consistent with the philosophy of seeking complete but parsimonious explanations in science.1 The second part involves addressing those variables that were not considered as being of most relevance. Regarding the first part, the specification of the “most important” independent variables is a judicious undertaking. The use of a nomothetic strategy implies that a range of plausible models exists—different analysts may identify different sets of “most important” independent variables. Analysts should ask which different factors are most likely to affect or cause their dependent variable, and they are likely to justify, identify, and operationalize their choices differently. Thus, the term full model specification does not imply that only one model or even a best model exists, but rather it refers to a family of plausible models. Most researchers agree that specification should (1) be driven by theory, that is, by persuasive arguments and perspectives that identify and justify which factors are most important, and (2) inform why the set of such variables is regarded as complete and parsimonious. In practice, the search for complete, parsimonious, and theory-driven explanations usually results in multiple regression models with about 5–12 independent variables; theory seldom results in less than 5 variables, and parsimony and problems of statistical estimation, discussed further, seldom result in models with more than 12. Key Point We cannot examine the effect of all possible variables. Rather, we focus on the most relevant ones. The search for parsimonious explanations often leads analysts to first identify different categories of factors that most affect their dependent variable. Then, after these categories of factors have been identified, analysts turn to the task of trying to measure each, through either single or index variables. As an example,

single or index variables. As an example, consider the dependent variable “high school violence,” discussed in Chapter 2. We ask: “What are the most important, distinct factors affecting or causing high school violence?” Some plausible factors are (1) student access to weapons, (2) student isolation from others, (3) peer groups that are prone to violence, (4) lack of enforcement of school nonviolence policies, (5) participation in anger management programs, and (6) familiarity with warning signals (among teachers and staff). Perhaps you can think of other factors. Then, following the strategies discussed in Chapter 3—conceptualization, operationalization, and index variable construction—we use either single variables or index measures as independent variables to measure each of these factors. This approach provides for the inclusion of programs or policies as independent variables, as well as variables that measure salient rival hypotheses. The strategy of full model specification requires that analysts not overlook important factors. Thus, analysts do well to carefully justify their model and to consult past studies and interview those who have direct experience with, or other opinions about, the research subject. Doing so might lead analysts to include additional variables, such as the socioeconomic status of students’ parents. Then, after a fully specified model has been identified, analysts often include additional variables of interest. These may be variables of lesser relevance, speculative consequences, or variables that analysts want to test for their lack of impact, such as rival hypotheses. Demographic variables, such as the age of students, might be added. When additional variables are included, analysts should identify which independent variables constitute the nomothetic explanation, and which serve some other purpose. Remember, all variables included in models must be theoretically justified. Analysts must argue how each variable could plausibly affect their dependent variable. The second part of “all of the variables that affect the dependent variable” acknowledges all of the other variables that are not identified (or included) in the model. They are omitted; these variables are not among “the most important factors” that affect the dependent variable. The cumulative effect of these other variables is, by definition, contained in the error term, described later in this chapter. The assumption of full model specification is that these other variables are justifiably omitted only when their cumulative effect on the dependent variable is zero. This approach is plausible because each of these many unknown variables may have a different magnitude, thus making it possible that their effects cancel each other out. The argument, quite clearly, is not that each of these other factors has no impact on the dependent variable—but only that their cumulative effect is zero. The validity of multiple regression models centers on examining the behavior of the error term in this regard. If the cumulative effect of all the other variables is not zero, then additional independent variables may have to be considered. The specification of the multiple regression model is as follows:

suffered greater wetland loss than watersheds with smaller surrounding populations. Most watersheds have suffered no or only very modest losses (less than 3 percent during the decade in question), and few watersheds have suffered more than a 4 percent loss. The distribution is thus heavily skewed toward watersheds with little wetland losses (that is, to the left) and is clearly not normally distributed.6 To increase normality, the variable is transformed by twice taking the square root, x.25. The transformed variable is then normally distributed: the Kolmogorov-Smirnov statistic is 0.82 (p = .51 > .05). The variable also appears visually normal for each of the population subgroups. There are four population groups, designed to ensure an adequate number of observations in each. Boxplot analysis of the transformed variable indicates four large and three small outliers (not shown). Examination suggests that these are plausible and representative values, which are therefore retained. Later, however, we will examine the effect of these seven observations on the robustness of statistical results. Descriptive analysis of the variables is shown in Table 13.1. Generally, large populations tend to have larger average wetland losses, but the standard deviations are large relative to (the difference between) these means, raising considerable question as to whether these differences are indeed statistically significant. Also, the untransformed variable shows that the mean wetland loss is less among watersheds with “Medium I” populations than in those with “Small” populations (1.77 versus 2.52). The transformed variable shows the opposite order (1.06 versus 0.97). Further investigation shows this to be the effect of the three small outliers and two large outliers on the calculation of the mean of the untransformed variable in the “Small” group. Variable transformation minimizes this effect. These outliers also increase the standard deviation of the “Small” group. Using ANOVA, we find that the transformed variable has unequal variances across the four groups (Levene’s statistic = 2.83, p = .41 < .05). Visual inspection, shown in Figure 13.2, indicates that differences are not substantial for observations within the group interquartile ranges, the areas indicated by the boxes. The differences seem mostly caused by observations located in the whiskers of the “Small” group, which include the five outliers mentioned earlier. (The other two outliers remain outliers and are shown.) For now, we conclude that no substantial differences in variances exist, but we later test the robustness of this conclusion with consideration of these observations (see Figure 13.2). Table 13.1 Variable Transformation We now proceed with the ANOVA analysis. First, Table 13.2 shows that the global F-test statistic is 2.91, p = .038 < .05. Thus, at least one pair of means is significantly different. (The term sum of squares is explained in note 1.) Getting Started Try ANOVA on some data of your choice. Second, which pairs are significantly different? We use the Bonferroni post-hoc test because relatively few comparisons are made (there are only four groups). The computer-generated results (not shown in Table 13.2) indicate that the only significant difference concerns the means of the “Small” and “Large” groups. This difference (1.26 - 0.97 = 0.29 [of transformed values]) is significant at the 5 percent level (p = .028). The Tukey and Scheffe tests lead to the same conclusion (respectively, p = .024 and .044). (It should be noted that post-hoc tests also exist for when equal variances are not assumed. In our example, these tests lead to the same result.7) This result is consistent with a visual reexamination of Figure 13.2, which shows that differences between group means are indeed small. The Tukey and

second variable, we find that Z = 2.103, p = .035. This value is larger than that obtained by the parametric test, p = .019.21 SUMMARY When analysts need to determine whether two groups have different means of a continuous variable, the t-test is the tool of choice. This situation arises, for example, when analysts compare measurements at two points in time or the responses of two different groups. There are three common t-tests, involving independent samples, dependent (paired) samples, and the one-sample t-test. T-tests are parametric tests, which means that variables in these tests must meet certain assumptions, notably that they are normally distributed. The requirement of normally distributed variables follows from how parametric tests make inferences. Specifically, t-tests have four assumptions: One variable is continuous, and the other variable is dichotomous. The two distributions have equal variances. The observations are independent. The two distributions are normally distributed. The assumption of homogeneous variances does not apply to dependent-samples and one-sample t-tests because both are based on only a single variable for testing significance. When assumptions of normality are not met, variable transformation may be used. The search for alternative ways for dealing with normality problems may lead analysts to consider nonparametric alternatives. The chief advantage of nonparametric tests is that they do not require continuous variables to be normally distributed. The chief disadvantage is that they yield higher levels of statistical significance, making it less likely that the null hypothesis may be rejected. A nonparametric alternative for the independent-samples t-test is the Mann-Whitney test, and the nonparametric alternative for the dependent-samples t-test is the Wilcoxon

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

If your feeding on the Word of God is only happening when the pastor preaches, then you will suffer from malnourishment. When people become so focused on teaching lessons rather than teaching students, churches can become places where lessons are delivered, but no real change comes about. When members are taught how to budget and manage their money wisely they are more capable of supporting the church’s ministries. When individuals take on leadership roles, they need to be accountable, not only to God, but also to others at the church. The success or failure of your ministry depends on this. So many people would have a better opinion of Christians if they felt that the believers did not have a “holier than thou” attitude. Attract unbelievers; be honest and open. If you have experienced tough problems, and you know that God made a way for you, don’t keep this good news to yourself. Share your testimony; it just might change someone’s life. People like to know that others care about them. You may never know how much a kind word, a discussion, a visit, a brief note, a birthday card or some much needed friendship can influence someone who is not used to thoughtful gestures. It is hard to motivate people to act if they do not see the person leading them setting the proper example. Whenever only one person is responsible for making all of the major decisions for an organization, problems can arise; this is true of churches as well.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

Labor and employment firm Fisher & Phillips LLP opened a Seattle office by poaching partner Davis Bae from labor and employment competitor Jackson Lewis PC. Mr. Bea, an immigration specialist, will lead the office, which also includes new partners Nick Beermann and Catharine Morisset and one other lawyer. Fisher & Phillips has 31 offices around the country. Sara Randazzo LAW Cadwalader Hires New Partner as It Looks to Represent Activist Investors By Liz Hoffman and David Benoit | 698 words One of America’s oldest corporate law firms is diving into the business of representing activist investors, betting that these agitators are going mainstream—and offer a lucrative business opportunity for advisers. Cadwalader, Wickersham & Taft LLP has hired a new partner, Richard Brand, whose biggest clients include William Ackman’s Pershing Square Capital Management LP, among other activist investors. Mr. Brand, 35 years old, advised Pershing Square on its campaign at Allergan Inc. last year and a board coup at Canadian Pacific Railway Ltd. in 2012. He has also defended companies against activists and has worked on mergers-and-acquisitions deals. His hiring, from Kirkland & Ellis LLP, is a notable step by a major law firm to commit to representing activists, and to do so while still aiming to retain corporate clients. Founded in 1792, Cadwalader for decades has catered to big companies and banks, but going forward will also seek out work from hedge funds including Pershing Square and Sachem Head Capital Management LP, a Pershing Square spinout and another client of Mr. Brand’s. To date, few major law firms or Wall Street banks have tried to represent both corporations and activist investors, who generally take positions in companies and push for changes to drive up share prices. Most big law firms instead cater exclusively to companies, worried that lining up with activists will offend or scare off executives or create conflicts that could jeopardize future assignments. Some are dabbling in both camps. Paul, Weiss, Rifkind, Wharton & Garrison LLP, for example, represented Trian Fund Management LP in its recent proxy fight at DuPont Co. and also is steering Time Warner Cable Inc.’s pending sale to Charter Communications Inc. Willkie Farr & Gallagher LLP and Gibson, Dunn & Crutcher LLP have done work for activist firm Third Point LLC. But most firms are more monogamous. Those on one end, most vocally Wachtell, Lipton, Rosen & Katz, defend management, while a small band including Schulte Roth & Zabel LLP and Olshan Frome Wolosky LLP primarily represent activists. In embracing activist work, Cadwalader thinks it can serve both groups better, said Christopher Cox, chairman of the firm’s corporate group. “Traditional M&A and activism are becoming increasingly intertwined,” Mr. Cox said in an interview. “To be able to bring that perspective to the boardroom is a huge advantage. And when a threat does emerge, who’s better to defend a company than someone who’s seen it from the other side?” Mr. Cox said Cadwalader has been thinking about branching out into activism since late last year. The firm is also working with an activist fund launched earlier this year by Cadwalader’s former head of M&A, Jim Woolery, that hopes to take a friendlier stance toward companies. Mr. Cox also said he believes activism can be lucrative, pooh-poohing another reason some big law firms eschew such assignments—namely, that they don’t pay as well as, say, a large merger deal. “There is real money in activism today,” said Robert Jackson, a former lawyer at Wachtell and the U.S. Treasury Department who now teaches at Columbia University and who also notes that advising activists can generate regulatory work. “Law firms are businesses, and taking the stance that you’ll never, ever, ever represent an activist is a financial luxury that only a few firms have.” To be sure, the handful of law firms that work for both sides say they do so

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Why aim for a mere $100K when I can try to build a billion-dollar business?” Two reasons: 1) Aiming for the latter from the outset often leads to neglecting the high-touch 1,000 true fans who act as your most powerful unpaid marketing force for “crossing the chasm” into the mainstream. If you don’t build that initial army, you’re likely to fail. 2) Do you really want to build and manage a big company? For most people, it’s not a fun experience; it’s an all-consuming taskmaster. There are certainly ace CEOs who thread the needle and enjoy this roller coaster, but they are outliers. Read Small Giants by Bo Burlingham for some fantastic examples of companies that choose to be the best rather than the biggest.

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

The phenomenon I’m describing, rooted so firmly in that primal human drive for self-preservation, probably doesn’t sound surprising: We all know that people bring their best selves to interactions with their bosses and save their lesser moments for their peers, spouses, or therapists. And yet, so many managers aren’t aware of it when it’s happening (perhaps because they enjoy being deferred to). It simply doesn’t occur to them that after they get promoted to a leadership position, no one is going to come out and say, “Now that you are a manager, I can no longer be as candid with you.” Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager’s ability to lead.

P R E S I D E N T Y O S H I D A’S T E N S P A R T A N R UlE S Hideo Yoshida’s quest for management excellence was no doubt driven by his visions for Japanese marketing and media, but also by an overall worry about Japan’s economic prospects after World War II. As a result, he developed a set of business and work principles, or rules, which he called the “Ten Spartan Rules”: difficult work.5. Once you begin a task, complete it. Never give up.6. Lead and set an example for your fellow workers.7. Set goals for yourself to ensure a constant sense of purpose.8. Move with confidence. It gives your work force and substance.9. At all times, challenge yourself to think creatively and find new solutions.10. When confrontation is necessary, don’t shy away from it. Confrontation is often necessary to achieve progress. These traditional work rules still guide Dentsu’s employees, and are carried around in their notebooks

It was truly eye-opening. Rigorous randomized trials have shown that biofeedback, acupuncture, hypnosis, and guided imagery can lead to better outcomes.29 The first two techniques, for example, can lead to control or better management of high blood pressure, particularly for mild cases, and reduced frequency or severity of migraine headaches for many individuals.

The second word often used without understanding the implication is “should.” ‘Should” has a flavor of admonition, guilt, and manipulation, especially when other people are using it by blurting out-loud a general statement with the word “should.” For example: “You should always finish what you’re eating and never leave anything on the plate.” Also: “This should have been completed by now.” And yet another: “You should not get up before the manager has left.” For example, Tina writes: Tina answers, “We should focus on production levels because this is what is driving the transfer to production; trust me, I’ve been here and have seen these projects many times.” In this case, Tina is using “should” to reprimand the team and also to have it her way by defining an imaginary rule and enforcing it upon the team.

Performance improved only when companies implemented programs to empower employees (for example, by taking decision-making authority away from managers and giving it to individuals or teams), provided learning opportunities that were outside what people needed to do their jobs, increased their reliance on teamwork (by giving teams more autonomy and allowing them to self-organize), or a combination of these. These factors “accounted for a 9% increase in value added per employee in our study.” In short, only when companies took steps to give their people more freedom did performance improve.

Performance improved only when companies implemented programs to empower employees (for example, by taking decision-making authority away from managers and giving it to individuals or teams), provided learning opportunities that were outside what people needed to do their jobs, increased their reliance on teamwork (by giving teams more autonomy and allowing them to self-organize), or a combination of these.

It simply doesn’t occur to them that after they get promoted to a leadership position, no one is going to come out and say, “Now that you are a manager, I can no longer be as candid with you.” Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager’s ability to lead.

When we do not sleep enough or when we are tired or exhausted, for example after a day of work in an open office, it is our reflecting brain that is tired and it is our cognitive resources that are depleted. This is even visible in brain scans where we can see that the part of the brain that moderates the emotional brain is too sleepy to do its job. [321] This not only has a negative impact on the quality of our thinking, but since our reflecting brain then has difficulties regulating our emotional reflex brain our emotions become more primitive and exaggerated, we become over-reactive, over-emotional towards negative stimuli and are much less able to see negative things in their proper context. It also leads to a decrease in emotional intelligence in general and less socially intelligent behavior, due to a lessening of our intrapersonal awareness, interpersonal skills, emotion management, empathy and moral judgment. [322] A well-researched aspect is that with a lack of sleep we have greater difficulties appraising emotional facial expressions, [323] which of course reduces our ability to react in an emotionally and socially intelligent way.

The solution to the economic and political failure of nations today is to transform their extractive institutions toward inclusive ones. The vicious circle means that this is not easy. But it is not impossible, and the iron law of oligarchy is not inevitable. Either some preexisting inclusive elements in institutions, or the presence of broad coalitions leading the fight against the existing regime, or just the contingent nature of history, can break vicious circles. Just like the civil war in Sierra Leone, the Glorious Revolution in 1688 was a struggle for power. But it was a struggle of a very different nature than the civil war in Sierra Leone. Conceivably some in Parliament fighting to remove James II in the wake of the Glorious Revolution imagined themselves playing the role of the new absolutist, as Oliver Cromwell did after the English Civil War. But the fact that Parliament was already powerful and made up of a broad coalition consisting of different economic interests and different points of view made the iron law of oligarchy less likely to apply in 1688. And it was helped by the fact that luck was on the side of Parliament against James II. In the next chapter, we will see other examples of countries that have managed to break the mold and transform their institutions for the better, even after a long history of extractive institutions.

what tactics you use to build teams, persuade or influence others, Some common tactics include: Gathering data to support your conclusion. Understanding and addressing people’s underlying motivations or incentives. Developing support from key team members first and then leveraging that to get other people on your side. Showing your own vulnerability to encourage others to show theirs. Being a good role model or example. Gradually leading people to a conclusion by agreeing on a common framework first. Developing credibility and engendering trust.

In institutional settings, we need to be alert to the wide divergence between what is good for the company and what is good for the individual. Ironically, the kind of incentives we put in place to encourage people to perform may lead to them to be unwilling to take any risks that have a potential personal downside – even when this would be the best approach for the company overall. For example, preferring a definite 5 per cent gain in sales to a 50 per cent chance of a 20 per cent gain. Why else do you think Management Consultancies are so rich?

Goals, Strategies, and Fundamentals Missions are generally long term in nature. Goals translate missions into practical, quantifiable medium-term objectives that then trigger the search for short-term action plans. Goals can be broadly quantified around three main dimensions: profitability, growth, and sustainability. It is important that boards and executive teams understand the interactions and especially the trade-offs between these three dimensions. It is impossible to pursue all three goals simultaneously, at least in the short term. Boards need to address this major challenge with executives, as, at least in the short term and possibly also in the medium term, these three goals cannot be pursued simultaneously. Executive teams thus face clear trade-offs which they need to recognize and manage. Boards are there to support executives with necessary clarifications on the goals that need to be pursued. Strategies are the action plans that executives deploy following the choice of mission by owners and the selection of goals by the board, in collaboration with the executive team. In case growth is chosen as the goal, for example, typical strategic choices are: build, buy, or ally strategies.14 The selection of a strategy does not depend solely on goals, it also depends on company fundamentals: the type of industry the firm operates in, the client’s ecosystem, suppliers, competitors, regulators, where and how the company generates cash flows, the types of risks the company faces and needs to mitigate against, as well as the company’s ability to raise financing. Examples are presented illustrating how strategies are selected by examining cash flow generating opportunities.

Strategic intervention by a leader is essential for navigating complex team conflicts. A good leader remains neutral, encourages open communication, and resolves conflicts effectively. By fostering a positive work culture, leading by example, showing empathy, and setting practical goals, leaders can significantly reduce friction and enhance team cohesion.

The Spark, the animating spirit of the early warrior caste, is distinct from the religion that comes to predominate and maintain the later multiethnic empire, which I will call The Imperial Altar. Civilisational successes—such as conquest, wealth, and education—generate their own loss conditions. The Barbarism of Reflection destroys the foundations of the Imperial Altar and successfully kills any last remnants of The Spark. The castes of the lion archetype (warriors and peasants) have mutual antagonisms with the castes of the fox archetype (priests or intellectuals and merchants). Where the lion archetype predominates either as monarchism (warriors) or as Caesarism (peasants) ‘civilisational successes’ can be held in check for a period. They tend to create strong regimes through ruthlessness but such strength, ironically, leads to the managerial need for administration generated by growth and complexity, which in turn leads to the rise of elites of the fox archetype taking over. When the fox archetype predominates, either as theocracy (priests/intellectuals) or plutarchy (merchants), ‘civilisational success’ may accelerate but, in the process, the very foundations that facilitated such success in the first place (i.e. the strong regime maintained by the lion’s ruthlessness) are eroded, eventually leading to collapse. Quantity has a quality all of its own, which manifests as all that is ‘mass’: democracy, utilitarianism, standardisation, and the destruction of quality and distinction. This is a feature of the late, pre-collapse cycle. Individuals of one civilisational season cannot embody the spirit of another: the Children of Winter, for example, cannot embody the Spring. Civilisation is incommunicable. The ‘world-feeling’ of a people as Spengler says is ‘not transferable’. ‘What one people takes over from another—in “conversion” or in admiring feeling—is a name, dress, and mask for its own feeling, never the feeling of that other.’[1] Ethnicity is a constant reality which promotes ingroup solidarity in the early cycle and becomes a problem for the ruling class to manage in the late cycle.

As emphasized in the critical success factors related to “Management support, vision, governance, and structure” earlier in this section, a leading practice to secure support from management is to provide a high-level estimation of the benefits expected from the transformation. This is often referred to as a “high-level automation assessment” or a “top-down automation assessment”. For example, such an estimation might show that, by leveraging IA, the organization has the potential to increase revenue by 20% while reducing costs by 30% in the coming 18 months.

From 2002 to 2013, the greater Las Vegas metro area grew by 34 percent to a population of more than 2 million people. During that same period, its use of Colorado River water—its primary source of supply—dropped by 26 percent. By the second decade of the twenty-first century, Las Vegas had become a leading example of a phenomenon that has changed water management across the United States—the decoupling of water use and growth.

Instead, the endless struggle leads to more anxiety and a less fulfilling life. For example, the more you believe you might succeed in “fitting everything in,” the more commitments you naturally take on, and the less you feel the need to ask whether each new commitment is truly worth a portion of your time—and so your days inevitably fill with more activities you don’t especially value.

If you have economies of scale, penetration pricing often works best Would your business benefit from economies of scale? (Most web businesses do.) If so, your ideal pricing strategy may be penetration pricing—charging a low price, basing your financial model on eventually reaching market-dominating economies of scale. Supply-side economies of scale mean that your profit margins increase the more you sell, because as you sell more, your cost of sales (unit costs) usually becomes lower, and your fixed costs become a smaller fraction of your overall costs. Demand-side economies of scale mean that the more customers you get, the more value each customer gets from your service, for the following reasons. You may benefit from having a network of customers. For example, if a phone system had only two users, only one type of call could be made (one between User A and User B). If it had three users, then three types of call could be made (A–B, B–C and A-C). If it had twelve users, sixty-six different types of calls could be made. The overall value of a phone system to its users is roughly proportional to the square of the number of users. You may benefit from there being a market of complementary products and services. The project-management web app Basecamp has many integrations, which it promotes on its website. At the bottom of the page, Basecamp shows off how quickly it’s acquiring new users, to persuade other companies to add integrations. You may benefit from having a bigger knowledge base, more forums, or more trained users. The ecosystem of knowledge around a product can be valuable in itself. WordPress grows because it’s easy to find a WordPress developer and it’s easy for those developers to find answers to their questions. You may benefit from the perception that yours is the standard. Users are aware of the value of choosing the ultimate winner—especially when they have to invest time and resources into using your company—so they will be attracted by the perception that you’ll win.

The mission describes the business problem and its solution. For example, “The operations lead will create and manage a world-class department that will support every team member by providing the environment, information, tools, training, and habits they need to succeed in their role and make the company a massive success.” • The outcomes are what the person must get done. There should be three to eight outcomes (target is five) ranked by order of importance. They should be measurable and have an accomplish-by date. For example, “Turn every team member into a ninja user of our internal tools (Asana, Salesforece, Notion) and methodologies (GTD, Inbox Zero, management by objectives, active listening) by October 31.” • The competencies are the traits or habits that are required to succeed in the role and fit in at the company. They are the how—the behaviors that someone must exhibit in order to achieve the outcomes. Here are some examples: ○ Organized: Follows the GTD method and stays well aware of all to-dos and events ○ Innovative: Seeks to make process improvements to make their role and the team more efficient going forward ○ Collaborative: Reaches out to peers and cooperates with managers to establish an overall collaborative environment ○ Persuasive: Is able to convince others to pursue a course of action ○ Coachable: Wants to improve and is open to feedback and acts on that feedback

Living in a good neighbourhood but alone. - On Leadership

In many organizations, your ability to grow in your career will hit a ceiling unless you start managing people. All C-level executives lead teams. If your ambitions are to be a CEO or VP someday, you’re going to need to move on to the management track. There are also jobs where, beyond a certain skill level, the only path for growth is learning how to manage and coordinate the work of more and more people—for example, in customer support or retail sales

People are inspired by action. So, when it comes to charity work and leadership, leaders should always remember that it is a lot easier to encourage others on your team to join in on an effort if they see you doing it.

Here are a few examples of compelling vision statements: To offer designer eyewear at a revolutionary price, while leading the way for socially conscious businesses. Warby Parker At Bank of America, we are guided by a common purpose to help make financial lives better by connecting clients and communities to the resources they need to be successful. Bank of America Becoming the best global entertainment distribution service, licensing entertainment content around the world, creating markets that are accessible to film makers, and helping content creators around the world to find a global audience. Netflix

And now tell me"-in the end I could not restrain myself "how did you manage to know?" "My good Adso," my master said, "during our whole journey I have been teaching you to recognize the evidence through which the world speaks to us like a great book. Alanus de Insulis said that omnis mundi creatura quasi liber et pictura nobis est in speculum and he was thinking of the endless array of symbols with which God, through His creatures, speaks to us of the eternal life. But the universe is even more talkative than Alanus thought, and it speaks not only of the ultimate things (which it does always in an obscure fashion) but also of closer things, and then it speaks quite clearly. I am almost embarrassed to repeat to you what you should know. At the cross roads, on the still-fresh snow, a horse's hoofprints stood out very neatly, heading for the path to our left. Neatly spaced, those marks said that the hoof was small and round, and the gallop quite regular --and so I deduced the nature of the horse, and the fact that it was not running wildly like a crazed animal. At the point where the pines formed a natural roof, some twigs had been freshly broken off at a height of five feet. One of the blackberry bushes where the animal must have turned to take the path to his right, proudly switching his handsome tail, still held some long black horsehairs in its brambles. ... You will not say, finally, that you do not know that path leads to the dungheap, because as we passed the lower curve we saw the spill of waste down the sheer cliff below the great south tower, staining the snow; and from the situation of the crossroads, the path could only lead in that direction." "Yes," I said, "but what about the small head, the sharp ears, the big eyes...?" "I am not sure he has those features, but no doubt the monks firmly believe he does. As Isidore of Seville said, the beauty of a horse requires that the head be small, siccum prope pelle ossibus adhae rente, short and pointed ears, big eyes, flaring nostrils, erect neck, thick mane and tail, round and solid hoofs.' If the horse whose passing I inferred had not really been the finest of the stables, stableboys would have been out chasing him, but instead, the cellarer in person had undertaken the search. And a monk who considers a horse excel lent, whatever his natural forms, can only see him as the auctoritates have described him, especially if" and here he smiled slyly in my direction-"the describer is a learned Benedictine." "All right," I said, "but why Brunellus?" "May the Holy Ghost sharpen your mind, son!" my master exclaimed. "What other name could he possibly have? Why, even the great Buridan, who is about to become rector in Paris, when he wants to use a horse in one of his logical examples, always calls it Brunellus This was my master's way. He not only knew how to read the great book of nature, but also knew the way monks read the books of Scripture, and how they thought through them. A gift that, as we shall see, was to prove useful to him in the days to follow. His explanation, moreover, seemed to me at that point so obvious that my humiliation at not having discovered it by myself was surpassed only by my pride at now being a sharer in it, and I was almost congratulat ing myself on my insight. Such is the power of the truth that, like good, it is its own propagator. And praised be the holy name of our Lord Jesus Christ for this splendid revelation I was granted.

Lead by example; listen aggressively; communicate purpose and meaning; create a climate of trust; look for results, not salutes; take calculated risks; go beyond standard procedure; build up your people; generate unity; and improve your people’s quality of life.

Ask yourself: What assets or capabilities do you need to be successful in this comfort-and-safety-as-a-service proposition? For example, you would need the capability to assemble and distribute the necessary HVAC equipment, security cameras, and other physical infrastructure. This, fortunately, may be a capability you already possess as an equipment manufacturer. But chances are that such a player would lack at least a few other critical capabilities. For instance, you would need the ability to install and maintain that equipment, which may go beyond the scope of your current operation. Perhaps most importantly, you would need an online platform to connect all the devices, sensors, and other equipment—allowing for the creation of digital twins for real-time remote digital monitoring. This online platform would also allow customers to make adjustments, access camera footage, and manage their subscription, all in one place.

The answer is not to suppress our desires, as a Christian ascetic would recommend, for that leads to a condition of vegetation rather than life, but rather the prudent management of our desires, for example by eliminating whatever in them is chimerical.

We found instead that two-pizza teams could also operate successfully in a matrix organization model, where each team member would have a solid-line reporting relationship to a functional manager who matched their job description—for example, director of software development or director of product management—and a dotted-line reporting relationship to their two-pizza manager. This meant that individual two-pizza team managers could lead successfully even without expertise in every single discipline required on their team. This functional matrix ultimately became the most common structure, though each two-pizza team still devised its own strategies for choosing and prioritizing its projects.

I lead and the internet follows.

The unity of the object will remain a mystery for as long as we think of its various qualities (its colour and taste, for example) as just so many data belonging to the entirely distinct worlds of sight, smell, touch and so on. Yet modern psychology, following Goethe’s lead, has observed that, rather than being absolutely separate, each of these qualities has an affective meaning which establishes a correspondence between it and the qualities associated with the other senses. For example, anyone who has had to choose carpets for a flat will know that a particular mood emanates from each colour, making it sad or happy, depressing or fortifying. Because the same is true of sounds and tactile data, it may be said that each colour is the equivalent of a particular sound or temperature. This is why some blind people manage to picture a colour when it is described, by way of an analogy with, for example, a sound.

Indicators tend to direct your attention toward what they are monitoring. It is like riding a bicycle: you will probably steer it where you are looking. If, for example, you start measuring your inventory levels carefully, you are likely to take action to drive your inventory levels down, which is good up to a point. But your inventories could become so lean that you can’t react to changes in demand without creating shortages. So because indicators direct one’s activities, you should guard against overreacting. This you can do by pairing indicators, so that together both effect and counter-effect are measured. Thus, in the inventory example, you need to monitor both inventory levels and the incidence of shortages. A rise in the latter will obviously lead you to do things to keep inventories from becoming too low.

For example, “Who is the type of person who could write a book?” It’s probably someone who is consistent and reliable. Now your focus shifts from writing a book (outcome-based) to being the type of person who is consistent and reliable (identity-based). This process can lead to beliefs like: “I’m the kind of teacher who stands up for her students.” “I’m the kind of doctor who gives each patient the time and empathy they need.” “I’m the kind of manager who advocates for her employees.

History from Below’ directed attention to the important roles the masses had played politically, in bringing about major revolutions. It argued that history was not an affair of the upper classes only, using the French Revolution as an example of how even its ‘bourgeois’ phase was driven by the actions of peasants and artisans, and how the proletariat was destined to be the main agent of history in ushering Communism.[9] This approach, advanced by Marxist historians, would be extended by feminists and cultural Marxists generally into a call for a new history that would include the ‘indispensable’ roles and achievements of a whole host of ‘minorities’ neglected by traditional academics (i.e. gays, transsexuals, lesbians, blacks etc.), all of which contained a corresponding assault, and inevitable devaluation of the one agent that stood out as unoppressed, as ultimate oppressor: white hetero males, the very beings responsible for almost all the greatest works in Art and Science. The argument by World Systems Theory is that the ‘core’ countries of the West had achieved their status as advanced cultures by exploitation and holding down the ‘periphery’ and that a true historical narrative entailed an appreciation of the morally superior ways of Third World peoples struggling to liberate themselves from a world system controlled by white owned multinationals. This too has had an immensely negative impact on students, leading them to believe that the West only managed to modernise by extracting resources from the Third World and enslaving Africans and Natives.[10] This highly influential school has missed the far more important role of modern science and liberal institutions in the industrialisation of Western European nations.

But the most engaging part of the planning process should be having people figure out how they’ll achieve their OKRs. OKRs have to be aggressive enough so that people don’t quite know how to reach them at the start of the journey. Even if they have an idea of what they should do, there must be a chance of the OKR not being hit. For example, let’s say your company needs to grow 25% in revenues in a given quarter. How the company will hit that goal is going to be a matter of great thinking and creativity. The journey starts with analyzing the data to understand pockets of opportunity. Where can the sales process be improved? Where is there breakage in the sales process? Where are the low hanging fruits? Let’s say this analysis shows that salespeople have too few leads and therefore need more leads to work on. You then calculate that at your recent-past conversion rates, you’d need to grow leads by 100% in order to grow sales by 25%. That’s the first hypothesis. So you unfold a “grow the number of leads” Objective to marketing and a Key Result of “generate 15,000 more inbound leads quarter-on-quarter.” Of course, there’s a chance that growing leads won’t result in more sales. Getting it right is good management and good thinking.

THERE’S A RUSSIAN anecdote about a guy who has to amputate his dog’s tail but loves him so much that he cuts it off an inch each day, rather than all at once. His desire to spare the dog pain and suffering only leads to more pain and suffering. Don’t allow yourself to become that kind of boss! This is an extreme example of what I call Ruinous Empathy. Ruinous Empathy is responsible for the vast majority of management mistakes I’ve seen in my career.

For example, the creation or ongoing success of a product is entirely dependent on its ability to influence people’s actions, pri- marily by getting them to make a purchase or use a product. Just think of the Internet, which is designed to get you to take a specific action, such as consuming content, making a purchase, or filling out a lead form. Not a single webpage exists without this inten- tion. And the influencing of people’s actions is based on impacting them emotionally. We’re all emotional beings. To manage, sell to, parent, support, or lead people, we must understand and value the emotional as much as if not more than the practical. Only when you accept and embrace this fact will you be able to fully unlock your potential.

In his acclaimed work Built to Last, Jim Collins describes the culture of “visionary companies.” Two of the four traits he observed in the culture of great companies are related to their actual beliefs. A strong culture has, according to Collins, a fervently held ideology and indoctrination of that ideology.3 Surely a company should not have a more fervently held ideology than a local body of believers. Surely a company should not be more passionate about indoctrination than a local church. While not everything that is articulated is really believed, what is really believed is always articulated. If something is really valued, it is declared. Language and words help create the culture one lives in. When the Babylonians, for example, took Daniel and his contemporaries into captivity, they schooled the people of God in their language and literature (Dan. 1:4). The Babylonian leaders knew the power of words, both spoken and read, in attempting to form culture. The articulated beliefs and even how they are articulated help form the culture. How a church speaks of those outside the church, of the Scripture, and of the mission influences the culture greatly. The artifacts of church culture are the visible, tangible expressions of a church’s actual and articulated beliefs. Artifacts include common behaviors, informal rules for interaction, and other customs. Artifacts also include the formal behavioral management systems like policies, organizational structures, meeting formats, and required procedures. Church cultures even express their beliefs through artifacts that are nonhuman. Our buildings, technology, art, music, and other resources and tools constitute expression of our culture. Our programs and church calendars are expressions of who we are and are embedded in our cultures. Artifacts reveal a church’s worldview and simultaneously shape the church to continue believing it.

Leaders manage and change church culture most effectively and accurately when expositing the Word of God. God can, and does, change our presuppositions, our foundational beliefs, and our very core identities. He does it all the time. In the same way, if we want to develop cultures of leadership development in the local church, we will need to be renewed by the Word of God. We should not expect that the members of our congregation have any more capacity than we do to behave differently apart from the work of the Holy Spirit through the Word of God. As we teach the text, we are utilizing God’s means to conform the Church to His glorious image. Managing culture through exposition is not simply a tool in the belt; it is the work of discipleship at the congregational level. There is a power in exposition that nothing else can match. When we lead our churches through exposition, we are leading them to grow by trusting God. What a glorious thing to join God in His work in drawing men and women to trust in Him. Whether we are correcting belief in the culture, affirming a crucial conviction, or training for a new behavior, it is crucial for the local church to shape culture according to God’s design. It will take time, but God is in the business of renewing our minds, as well as our lives. For a church to change into an epicenter of leadership development, God’s Word will lead the way. Strategic visions and professional frameworks will never have the power to replace the exposition of God’s Word. Illustration. To form culture, the leader must make the exposition come alive. As people born into history, born into a specific time and a specific place, we need to be able to touch, feel, and see ideas and concepts. We learn from a very young age that people learn more by watching than by hearing. For a culture to really change, it needs new stories, new heroes, and even new villains. As leaders labor for new culture or reinforce a healthy one in a local church, there are few tasks more crucial than providing concrete examples. This can, and should, be done first by personal modeling on the part of the leader. People will follow your example before they follow your vision.

For the example of a quality problem, exceptional leaders will push themselves and others to investigate every opportunity to improve the situation. Further, they will engage with others beyond the project as well. They will not allow the current reality to be the definitive outcome. Exceptional leaders relish this step because they know that dealing with reality is the only way to achieve excellent results.

Wilderness leaders need to understand that there are varying normal responses to a crisis. Until there is time to regroup, behaviors may seem unusual when, in truth, they should be expected. Some behaviors that may emerge in the face of a crisis include: 1. Regression. Many grown people revert to an earlier stage of development. The theory is that, since their parents used to care for them as children, someone else may care for them now if they behave in a childlike manner. In particular, tantrums used to be very effective. Tantrum-like or very dependent behavior is not unusual. 2. Depression. Closing into one’s inner world is another common response to crisis. This is where some people find the sources of strength to cope with an emergency. This is characterized as a shutdown effect: fetal positioning, slumped shoulders, downcast eyes, arms crossed over the chest, and unwillingness or difficulty in communicating. 3. Aggression. Some people lash out, physically or emotionally, at threats, including the vague threat of an emergency. High adrenaline levels may intensify the response, and so may the feelings of frustration, anger, and fear that commonly surround unexpected circumstances. This response is characterized by explosive body language, including swinging fists and jumping up and down. What one should do about the various behaviors that surface during a crisis depends somewhat on the individual circumstances. As a general rule, open communication, acknowledgement of the emotional impact of the event, and a healthy dose of patience and tolerance can go far during resolution of the situation. Some basic procedures to consider in crisis management might include the following: 1. Engage the patient in a calm, rational discussion. You can start the patient down the trail that leads through the crisis. 2. Identify the specific concerns about which the patient is stressed. You both need to be talking about the same problems. 3. Provide realistic and optimistic feedback. You can help the patient return to objective thinking. 4. Involve the patient in solving the problem. You can help the patient and/or the patient can help you choose and implement a plan of action. Someone who completely loses control needs time to settle down to become an asset to the situation. Breaking through to someone who has lost control can be a challenge. Try repetitive persistence, a technique developed for telephone interrogation by emergency services dispatchers. Remain calm, but firm. Choose a positive statement that includes the person’s name, such as, “Todd, we can help once you calm down.” (An example of a negative statement would be, “Todd, we can’t help unless you settle down.”) Persistently repeat the statement with the same words in the same tone of voice. The irresistible force (you) will eventually overwhelm the immovable object (the out-of-control person). Surprisingly few repetitions are usually needed to get through to the patient, as long as the tone of voice remains calm. Letting frustration or other emotions creep into the tone of voice, or changing the message, can ruin the entire effort. Over time, the overwhelming responses that generated the reaction may occasionally resurface. This is normal. Without being judgmental or impatient, regain control through repetitive persistence. A crisis may bring out a humorous side (sometimes appropriately, sometimes not) among the group. When you wish to release the intensity surrounding a situation or crisis, appropriate laughter is one of the best methods. It should also be noted that many people cope just fine with emergency situations and unexpected circumstances. They are a source of strength and an example of model behavior for the others.

The modern general partnership (GP) needs a team of executives who can execute on the following seven core requirements: 1. RAINMAKING: A nose for new deals, and how to find them. 2. DEAL ANALYSIS AND EXECUTION: Ability to value a company and buy it for a sensible price on sensible terms, including arrangement of a sensible level of debt to support the acquisition structure. 3. IMPROVING THE PORTFOLIO COMPANY: Knowing how to help management make their companies great, not just good. 4. SELLING THE PORTFOLIO COMPANY: Recognising when it is time to sell and knowing how to achieve a fair price. 5. MANAGEMENT OF THE GP: Managing project teams, coaching junior staff and leading by example. 6. SERVICING THE INVESTORS: Not only with profits but also timely and accurate information and building strong relationships. 7. FUNDRAISING: Being able to present the case for why investors should entrust you to do a great job with their savings. Building this trust over many years is essential.

balance in leadership is crucial to victory. It must be monitored at all times and it must be modulated to specific situations as they arise. If a team member fails to perform adequately, for example, a leader must get down in the weeds and micromanage that member until he or she executes correctly. But once the team member gets back on track and resumes effective performance, the leader must maintain the ability to back off and give that team member room to take greater ownership and manage tasks on his or her own.